1. Questions for discussion in NIBCO
Why did NIBCO decide to purchase an ERP system?
Why did it choose a Big Bang approach, rather than the 3 to 5-year plan suggested
by the consulting firm?
Describe the pros and cons of a Big Bang approach, versus a less risky rollout
strategy. If you had been the IS head at NIBCO, what approach would you have
recommended and why?
A triad of managers led the NIBCO approach. What do you see as the pros and
cons of this approach?
Describe the project team roles and the characteristics of the team members sought
to fill these roles.
Comment on the number of key managers that were selected to serve on the project
team, and whether this was a success factor or not.
Critique the change management initiatives associated with this project.
Critique the distribution center consolidation plan in terms of increasing or
lessening the risks of the ERP project implementation.
2. Objectives/Guidance
To illustrate how a mid-sized manufacturing company effectively
implemented a full suite of ERP modules with the help of a third-party
consultant and excellent change management practices. Specific
learnings could include:
Big Bang approaches and why they are viable today, but risky
Key project milestones and the project roles that need to be played
Examples of change management practices in the context of a major
packaged system implementation
Factors that could influence the successful implementation of ERP
systems in general
